The paper "Project Management: Strategic Design and Implementation" is a wonderful example of a literature review on management. For a business to succeed there is a need for its managers to have project plans put in place. Today, organizations are going through many changes in order to remain competitive in the ever-changing business environments. In this information age, change is best undertaken through project plans. Organizations that are project-oriented are now common. Turner (2009, p. 1) indicates that 30% of the global economy today is project-based. This is an indication of how useful project plans are for today’ s organization.
Therefore, the ability to plan and manage projects is a necessary skill for all managers. In order to understand the value of project plans, it is imperative for a structured approach to be adopted in describing the processes through which projects are managed as well as all the levels over which the management tasks are carried out (Schwartz 2004, p. 273). Projects come in very many guises. Some of them take the traditional form characterized by the massiveness of scope that requires a large dedicated team and sponsorships from various organizations.
Others are smaller, and require the output of the majority of employees within an organization. This paper explores the usefulness of project plans, whether big or small. The contribution of project plans to the success of an organization is analyzed, with close reference to the literature review and examples of projects. Literature review Jones (2005, p. 12) indicates that through project plans, people in an organization are able to keep vital information and to get all things done. In other words, they are able to do things such as re-modeling a product, creating technological innovation, designing a new advertisement, or discovering a new way of maintaining customer satisfaction.
The process of planning projects also entails solving problems. The way in which an individual conceptualizes a project is always characterized by a hierarchy of tasks or subprojects.
Cleland, D 2006, ‘Project management: strategic design and implementation’, McGraw-Hill, New York.
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Dvir, D 2003, ‘An empirical analysis of the relationship between project planning and project success’ International Journal of Project Management, Vol. 21, No. 2, pp. 89-95.
Dvir, D 2004, ‘Plans are nothing, changing plans is everything: the impact of changes on project success’, Research Policy,Vol. 33, No. 1,pp. 1-15.
Jones ,W 2005, ‘The universal labeler: Plan the project and let your information follow’, Proceedings of the American Society for Information Science and Technology, Vol. 42, No. 1, pp. 1-18.
Jones, W 2005, The Universal Labeler: Plan the Project and Let Your Information Follow, University of Washington Press, Washington, DC.
Kerzner, H 2006, Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Routledge, London.
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Schwartz, E 2004, Real options and investment under uncertainty: classical readings and recent contributions, Routledge, London.
Turner, R 2009, The Handbook of Project-based Management: Leading Strategic Change in Organizations, McGraw-Hill Professional, New York.
van Donk, D 2008, From organizing as projects to projects as organizations, International Journal of Project Management, Vol. 26, No. 2, pp. 129-137.